Obermeyer business. It has a current cycle time of 27 months. Skiwear market is just four months long but the design and production process takes over 16 months to complete. Out the 27 months cycle‚ Obersport has 6 months to purchase‚ produce and deliver the products for winter selling in North America. Obersport is located in the Far East and currently his supplier lead-times is are really long and minimum orders is quite high. Currently‚ everybody in this global supply is really stretched to the limit
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make predictions difficult. Two scenarios 1) excess merchandise sold discounted below manufactured costs or 2) stock-outs and lost sales (production delays lead to lost sales as well) affecting return on investment for the companies (Obermeyer‚ Obersport and Alpine). Sub Issues • Disparate forecasts for 1993-1994 production and sales from management committee. Success depends on predicting market response to different styles and colours. • Retailer
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Issue with Impact Analysis Obermeyer has grown into the business of designing and selling winter wears not without any challenges. For this case‚ the main issue can be summed up in managing a global supply chain of short life cycle products with a high demand uncertainty. We can breakdown the main issues into: geographic challenges‚ information’s timing and flow and creating a responsive supply chain to able to balance inventory and demand uncertainty. First is the information timing and flow
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*Sport Obermeyer:* Case Analysis Pratyusha Lakshmi Puranam Executive Summary: Obermeyer offers a broad line of fashion ski apparel‚ including parkas‚ vests‚ ski suits‚ shells‚ ski pants‚ sweaters‚ turtlenecks‚ and accessories. Parkas are considered the most critical design component of a collection; the other garments were fashioned to match the parkas’ style and color. Their products were offered in five different genders: men’s‚ women’s‚ boys’‚ girls’‚ and preschoolers’. The company
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vests‚ ski suits‚ shells‚ ski pants‚ sweaters‚ turtlenecks‚ and accessories. Although Sport Obermeyer has a global supply network‚ most production is done in Hong Kong and China by its partner‚ Obersport Limited. Established in 1985 as a joint venture between Klaus Obermeyer and Raymond Tse‚ Obersport is responsible for fabric and component sourcing for Sport Obermeyer’s entire production in the Far East. The materials are then cut or sewn either in Raymond Tse’s own “Alpine” factories or by independent
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most of its outerwear products are channeled through Obersport.[1] In the fashion skiwear industry - demand is very dependent on several factors that are difficult to predict. The inconsistent nature of the economy‚ fashion trends and weather create a significant challenge for a firm such as Sport Obermeyer. By actively applying a selection of appropriate forecasting methods and continuing to adapt to this fast-paced industry‚ Obersport would be able to remain competitive and retain or increase
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intuitive style & was informed by his extensive industry experience. Klaus son Wally‚ MBA‚ is the company’s vice president. His management approaches: relied on formal data gathering and analytical techniques. Suppliers: Obersport plays a huge role in the production‚ it gathers and sources the supplies‚ fabrics and components for Sport Obermeyer production. Sport Obermeyer’s orders represented about 80% of Alpine’s annual production volume. Target customers:
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Sport Obermeyer Sport Obermeyer‚ Ltd was created around 1947 by Klaus Obermeyer. While teaching at an Aspen Ski School‚ Klaus noticed a difference between the clothing that his students wore and the clothing skiers wore in his native Germany. Although Klaus started out by traveling to Germany to find high-performance skiwear that was suitable for his students‚ he designed his own line of skiwear and ski equipment products and that was how Sport Obermeyer‚ Ltd was introduced. Sport Obermeyer
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Abstract This report deals with the analysis of the Sport Obermeyer case‚ an American company‚ founded in 1947‚ specialized in the creation of ski wear. The case presents some problems faced by the company as a long time since the design to production and placement of the product for sale. In addition‚ the company is struggling with the sales forecast‚ which ends up generating excess production and inventory in stores. And yet‚ an important decision on how the company should schedule production
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Sport Obermeyer 1 Sport Obermeyer’s Time Line and “Speculative” versus “Reactive” Production "NOW" Initial Forecast 9 months Feb … Oct 1992 … 1992 Design of 1993-94 Line. Las Vegas Revised Forecast 5 months Nov … Mar 1992 … 1993 5 months April … Aug 1993 … 1993 "Speculative" Production "Reactive" Production of 1993-94 Line of 1993-94 Line In Feb 1993‚ start design of 1994-95 line. “Speculative” Production 27 Months Sept 1993 Oct 1993 Nov 1993 8 months Dec Jan 1993 1994 Selling of
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